Employee Engagement: The Key to Turning the Great Resignation into a High-Performance Era

One of the most crucial factors that allow companies to increase and sustain productivity in the workplace is undoubtedly the employee’s organizational commitment. Have we ever truly considered how we invest in this emotional connection that arises when companies and employees unite around shared goals? As we navigate the recovery phase of the COVID-19 pandemic, a new and striking term has entered the business world: The Great Resignation. Back in 2019, a study revealed that 55% of employees planned to look for a new job within the next 12 months. More recent global studies showed that post-pandemic employee engagement levels have plummeted to 18%. In this time of rapid transformation, intense competition, and globalization, we must pay attention to critical clues we've overlooked while searching for answers to unfamiliar challenges. We, as humans, tend to resist letting go or changing behavior unless a new idea or situation offers us meaningful value or benefit. We are remarkably adept at maintaining old habits. To make a change permanent, we must observe how we think and feel about it and develop awareness of why the change is necessary internally. At this point, it becomes increasingly important to keep motivation high and implement more corporate-level initiatives to support employees and spark transformation. What does a perfect workday mean to you? We want to create meaning in our workdays, focus on our goals, and live the life we envision. We deal with responsibilities, face challenges head-on, celebrate many achievements, and steadily progress toward our goals with our team members. But there is often one thing we forget — we do not live in a perfect world. Sometimes, during a highly dynamic day, we feel overwhelmed or lack the motivation to focus on our work. Motivation is directly correlated with performance. Highly motivated employees are far more passionate about fulfilling their responsibilities and contributing to the company. They recognize goals and the actions needed to achieve them, feel less pressure, and develop genuine enjoyment and passion for their work. But what steps are we taking to sustain that sense of passion?

Analyze the metrics underlying your employees’ relationship with your company.

The concept of the human as a biopsychosocial being is now more visible than ever in HR. You need a system that prioritizes employees' psychological and social needs, identifies the drivers or blockers of performance, and enables an objective assessment of current conditions. Which personality profiles are most likely to leave the company soon? What are the most influential factors that could trigger resignations in the next 1–2 years? And most importantly, what factors can increase your employees’ productivity and happiness? Companies that prioritize listening to their employees and retaining talent through feedback achieve higher engagement. By consistently measuring the impact of your engagement strategies, identifying root causes, and responding with strategic actions, you can prepare your organization for the future.

Foster a workplace culture of collaboration, shared purpose, and teamwork.

Studies show that employees and managers who express their emotions sincerely can improve performance by up to 50%. A communicative and empathetic corporate culture prevents isolation and helps employees feel heard. Demonstrating that opinions are valued increases engagement and happiness. Fostering emotionally supportive behaviors can strengthen the bond between your organization and your employees. Identifying performance blockers and taking preventive action can support employees' cognitive, emotional, and physical engagement.

Support a culture of trust — the key component of engagement.

A lack of trust and collaboration within teams negatively affects organizational culture, decreasing performance, productivity, and cooperation. In contrast, organizations that prioritize trust experience significant improvements in efficiency, collaboration, and prosocial behavior. Employees working under positive and ethical leaders show significantly greater commitment and trust — highlighting the importance of addressing employee needs and opinions. Gallup’s recent study revealed that 75% of employees leave their jobs due to their managers — not the companies themselves. This finding should serve as a wake-up call for organizations. When employee engagement and happiness are top priorities, conducting a thorough current-state analysis that covers all aspects of the organization becomes the first essential step. Without understanding your company’s unique behaviors, attitudes, and competencies, every improvement effort will fall short in today’s complex and ever-changing environment. Embracing human-centered principles, listening to employees, and strengthening the human factor in HR will help eliminate complexity and create a more positive company climate.